ABSTRACT
Do not suffer your good nature . . . to say yes when you ought to say no; remember that it is a public not a private cause that is to be injured or benefi ted by your choice.
In Chapter 3 we discussed the desirability of being authentic, being true to oneself, a leadership logic based more on the principle rather than pragmatic and expedient end of the continuum. While this is an underlying theme and philosophy of the book this is not a philosophy book. It is rather one whose sole purpose is achieving operational effectiveness and long-term organisational performance within the true and real context in which operational leaders must take decisions on a daily basis, rather than one imposed and based upon perspectives and priorities relevant in another business age. This optimal effectiveness will be achieved through the development among operational leaders of an appropriate mindset, revolving around both the principled and pragmatic and also the development of an authentic image of professionalism, credibility, trustworthiness, mutual respect and integrity.
